We have no formalized and consistent sales compensation structure.

Our sales compensation structure is documented but fails to motivate sales reps.

Sales reps are motivated by our sales compensation structure but it can encourage some behaviors that are not fully aligned with our strategic business objectives.

Our sales compensation structure aligns tightly to corporate objectives and key incentives are consistently acheived by our top 10-20% of sales reps.

Sales reps are left to their own devices to support themselves.

We develop content assets to support our sales reps, on an ad hoc basis, as needed by each deal.

We have a sales portal with case studies, references, playbooks, proposal and presentation templates, and other assets needed for our sales reps to do their job effectively.

We have closed loop reporting to determine how content assets are being used, which perform best in the field, and how customers are responding to them.

We have no formal sales training program in place.

We have the odd sales training workshop once in a while.

We have formally adopted a sales training methodology (SPIN selling, Challenger Sale, Sandler Selling, etc.) and train all new reps with this approach.

90% or more of our sales reps exemplify the behaviors prescribed by our sales training methodology and we provide coaching to further standardize our sales approach.

We have a CRM system but it is not used consistently by our sales reps.

We do not have a CRM system.

All of our sales reps use our CRM system daily and follow protocols for updating contact, account and opportunities records resulting in accurate data and reports.

Sales reps use our CRM system regularly but the way that they use the system is inconsistent, resulting in unreliable data and reports.

We manage all sales opportunities closely and update them in real-time enabling us to accurately predict revenue results for the upcoming period (month, quarter or year).

We don't manage opportunities in any sort of consistent fashion or forecast revenue.

We are starting to document sales opportunities in our CRM system but can't provide senior management with a reliable forecast of revenue.

When we get a new opportunity we almost always add it to our CRM system, but we don't always keep the status of each opportunity updated so forecasting revenue is difficult for us.

We track some leading indicators of revenue such as dials, talk time, new opportunities created, average deal size, sales cycle length, etc.

We don't track or manage sales productivity metrics other than revenue.

Our sales managers manage reps based on their productivity metrics, provide coaching and hold reps accountable for their results.

We provide sales reps with visibility into the whole team's productivity metrics to create a high performance culture that creates an atmosphere of competition among our sales reps.

We have defined sales territories by geography, industry, or some other rules, but run into conflicts on a regular basis.

We have no defined sales territories. 

We control territories by manually assigning specific leads and accounts to sales reps.

We have rules for dealing with sales territory conflicts and collaborating on deals that span our territory definitions, and we analyze sales results by territory to identify how each is performing.

We post ads on job boards to recruit new sales reps when we are hiring.

We don't proactively recruit new sales talent.

We profile our top performing sales reps and then conduct a series of interviews with a number of new candidates before recruiting a new sales rep.

We target the highest performing sales reps in our industry and use a professional recruiter and/or our CEO to attract them to our firm.